This Thursday, CMBers will participate in theLeukemia and Lymphoma Society’s (LLS)annualLight the Night Walk. My colleagues first joined the walk when I was diagnosed with Hodgkin’s Lymphoma in 2008 as a way to support me in my fight against cancer. The family friendly event starts at dusk on the Boston Common, and the walk is only 2 short loops around the perimeter. During the walk, everyone carries one of three kinds of lanterns: a red lantern shows support, a white lantern represents a survivor, and a gold lantern represents the memory of a lost loved one. It is a truly special event and an inspiring sight.

We at CMB, like most others, have colleagues and loved ones who have been touched by cancer. Every year, we walk to raise money and awareness so that research can advance. Including this year’s walk, we will have raised $80,000 over the past 8 years. As a cancer survivor, it means so much to me that something as negative as a cancer diagnosis could result in such a positive movement by my colleagues.

LLS funds research with the goal of curing blood cancers, and many of the advances made in blood cancer research can be used to treat other types of cancer. It provides support to patients and their families, and I (as well as countless others) have personally benefited from this research. Due in no small part to the advances made from this very research, I celebrated five years in remission this May and am now considered cured. I was the recipient of a lifesaving stem cell transplant and proton radiation therapy…and these are just two examples of the advanced therapies now available because of LLS and other research organizations. Thanks to them, I will be holding my white lantern high this Thursday. I am one of the lucky ones.

From theLLS website: LLS has invested more than $1 billion in research since our inception. Over that time, survival rates for many blood cancer patients have doubled, tripled and even quadrupled. Moreover, we have learned how to cure certain blood cancers. And many therapies first approved for blood cancers are now helping patients with other types of cancers and serious diseases.

But more than one third of blood cancer patients still do not survive five years after their diagnosis. So more funding is needed to advance more research and to ensure access to treatments to help save more lives.

Catherine Shannon is the Director of Finance at CMB. She’sa two time cancer survivor, and she looks forward to Light the Night Thursday.

When I first came to CMB, a research and strategy company in Boston, I was fresh out of undergrad and an SPSS virgin. In fact, I remember there being an SPSS test that all new hires were supposed to take, but I couldn’t take it because I didn’t even know how to open a data file. Fast forward a few months, and I had quickly been converted to an SPSS specialist, a numbers nerd, or—perhaps more appropriately—a data dominator. I was a stickler for process and precision in all data matters, and I took great pride in ensuring that all data and analyses were perfect and pristine. To put it bluntly, I was a total nerd.

I recently returned to CMB after a four-year hiatus. When I left CMB, I quickly became the survey and data expert among my new colleagues and the point person for all SPSS and data questions. But it wasn’t just my data skills that were being put to use. To me, data management is also about the process and the organization of data. In my subsequent roles, I found myself looking to improve the data processes and streamline the systems used for survey data. I brought new software programs to my companies and taught my teams how to manage data effectively and efficiently.

When I think about the future of the research industry, I imagine survey research as being the foundation of a house. Survey data and data management are the building blocks of what we do. When we do them excellently, we are a well-oiled machine. But a well-oiled machine doesn’t sell products or help our clients drive growth. We need to have the foundation in place in order to extend beyond it and to prepare ourselves for the next big thing that comes along. And that next big thing, in my mind, is big data technology. There is a lot of data out there, and a lot of ways of managing and analyzing it, and we need to be ready for that. We need to expand our ideas about where our data is coming from and what we can do with it. It is our job to connect these data sources and to find greater meaning than we were previously able to. It is this non-traditional use of data and analytics that is the future of our industry, and we have to be nimble and creative in order to best serve our clients’ ever-evolving needs.

One recent example of this is CMB’s 2015 Mobile Wallet study, which leveraged multiple data sources and—in the process—revealed which were good for what types of questions. In the case of this research, we analyzed mobile behavioral data, including mobile app and mobile web usage, along with survey-based data to get a full picture of consumers’ behaviors, experiences, and attitudes toward mobile wallets. We also came away with new Best Practices for how best to manage passive mobile behavioral data, as it presents new challenges that are unique from managing survey data. Our clients are making big bets on new technology, and they need the comprehensive insights that come from integrating multiple sources. We specifically sampled different sources because we know that—in practice—many of our clients are being handed multiple data sets from multiple data sources. In order to best serve these clients, we need to be able to leverage all the data sources that are at our and their disposal so that we can glean the best insights and make the best recommendations.

Talia Fein is a Project & Data Manager at Chadwick Martin Bailey (CMB), a market research consulting firm in Boston. She’s responsible for the design and execution of market research studies for Fortune 500 companies as well as the data processing and analysis through all phases of the research. Her portfolio includes clients such as Dell, Intel, and Comcast, and her work includes customer segmentation, loyalty, brand tracking, new product development, and win-loss research.

An old friend recently remarked how crazy it is that I’ve been at the same company for over 16 years (and I’m not even that old!). I hadn’t really thought it was a big deal, but among my peers, I’m an outlier. A recent article claims Millennials are putting a “time-limit” on their time at a company—91% expect to stay in a job for less than three years. Kids these days!Of course, economic, cultural, and social reasons all play into the shift away from long-term employee tenure. But when I think about why I’ve stayed at CMB, I keep coming back to the role loyalty plays. If employers want to keep and grow their most valued employees in an increasingly competitive job market, they need to take a lesson from the brand loyalty playbook. Here are 5 principles worth developing:

Value:

If you want your smart, curious, and driven employees to stay, you need to offer opportunities to keep their skills fresh and relevant. When I was interviewing at CMB out of grad school, I was excited that analysts were exposed to all aspects of project work (sampling, questionnaire design, data collection, reporting, and analysis). Over the years, we’ve also developed the CMB University (CMBU) program, which includes weekly seminars on the latest techniques, case studies, and innovations. All this emphasis on staying competitive means I’m never bored and my skillset is constantly refreshed.

Advocacy:

Word of mouth is an essential component to hiring and sustaining a good employee base, as well as for promoting a brand. When employees feel valued by an organization, they’re going to tell family and friends. The key is to leverage that advocacy to work in favor of the organization. At CMB, there is a referral program. Our employees are the face of our company, and our referral program encourages employees to reach out to peers as potential candidates and talk about their positive experiences at CMB.

Passion:

79% of Millennials say it’s more important to genuinely enjoy their job than to make a lot of money. They want to love what they are doing and not just see it as work. I am a data dork and proud of it. Syntax, formulas, advanced design, efficiencies gained when brainstorming with colleagues—love ‘em all! My passion is digging into the data, wrapping my head around a problem, and troubleshooting . . . all of which come with my role as a data manager.

But during my time at CMB, it’s not just the work I’ve enjoyed, it’s the sense of community. There’s a camaraderie in our work environment—we work hard together, and then we play together. Throughout my years here, I’ve been privileged to form friendships in addition to great working relationships.

Trust:

Loyalty is definitely a two-way street—when an organization believes in you, it really inspires you to believe in the organization. As an employee, you have confidence that the company will do right by you and that you will earn both hard benefits (401K, health insurance, vacation, etc.) and soft benefits (flexibility of hours, virtual commuting, working from home when you are sick, etc.). Having a 401(k) is important, but retirement plans are offered at most companies in some form or another. Here’s what really makes me happy: not missing my child’s first grade holiday concert, and CMB makes sure I won’t.

So after almost two decades at the same organization, maybe I am an exception . . . but I wouldn’t have it any other way.

Laurie McCarthy is a Senior Data Manager, and she has been with CMB for over 16 years. She’s had 9 desks, sat on 4 floors, had 2 kids, and has gotten married once.

In January 2014, my colleagues from Chadwick Martin Bailey and I attended the Greater Boston Chamber’s Annual Pinnacle Awards. I was so inspired by the stories of success from the honorees and felt so proud that the president and CEO of my company, Anne Bailey Berman, had herself been a recipient of a Pinnacle Award back in 2007. While I went there to support the women in our community and hear about their journeys toward achieving their goals, I left with a new personal goal I was committed to working towards.You see, during the ceremony, a group of women were asked to stand up as the room applauded them. These women were members of the Chamber’s Women’s Leadership Program—women who were selected from a large pool of applicants who were given the chance to attend seminars, workshops, and networking events to grow their leadership skills. I wanted to be part of that group.

Fast forward to a few weeks ago – when I achieved that goal, sitting among the new Women’s Leadership class being recognized at the 2015 Pinnacle Awards. And once again, it was an incredibly inspiring event.

Using my experiences from the program, I examined the honorees’ speeches through a new lens. I listened to identify how the skills and tenets I had learned myself helped this amazing group of honorees achieve their success. Four great insights left a lasting mark in particular:

1). Embrace every opportunity that’s presented and don’t shy away from something that’s outside of your comfort zone. When Emily Rooney, Host and Executive Editor of Beat the Press, was interested in creating Beat the Press, she learned that Arianna Huffington wanted to pitch something similar with the same name. Emily wasn’t afraid to take a risk when the odds may have been against her, and she came out the victor.

2). It’s ok to be emotional and passionate. Deb Re, CEO of Big Sister Association of Greater Boston, said it best: “If something doesn’t make you emotional and passionate then it probably isn’t worth your time.” As women, showing emotion does not make us weak. We’re likely to produce better work when we care about what it is we are doing.

3). Having a good support system is just as important as having a good idea. All of the honorees had family and friends in the audience who helped them get to where they are today. I loved hearing the loud cheers from sections of colleagues who play a role in the honorees’ every day successes – and in turn, the honorees acknowledging the importance of these partnerships in their speeches.

4). Pay it forward. Many of the honorees were also members of volunteer committees. As we move up in the working world, it’s easy to succumb to the pressures of the job, but also important to make time to give back. This was illustrated best by honoree Cindy Laba, Founder and Head of School at Beacon Academy, when she made every person in the audience take out his/her cell phone and say hello to someone who means a lot to them.

I was so inspired by these amazing stories of success and look forward to attending the Pinnacle Awards in the years to come.

The Chamber has created so many opportunities for women in the Boston business community and continues to serve as a support system by helping women in our community achieve their goals. It’s an honor to be part of that.

Caitlin Dailey is a Project Manager for Chadwick Martin Bailey (CMB). CMB is a Boston-based Gold Top 50 market research and consulting firm, partnering with a select group of the world’s leading brands to deliver critical insights for confident, strategic decision-making.

CMB is a great place to work for both genders, but, as a woman, I’d like to give you my perspective. Having recently attended the Greater Boston Chamber of Commerce’s annual Pinnacle Awards, a luncheon celebrating women leaders in the Boston community, I started to reflect on my own journey in the workforce. The eight women receiving awards that afternoon all had such inspiring stories, most facing some form of adversity, to become leaders in their field and contributors to the Boston community. Fortunately for me, CMB has given me many opportunities to grow and develop professionally, perhaps due in part to the fact that it is a woman-led company. Our President and CEO, Anne Bailey Berman, was herself a recipient of a Pinnacle Award back in 2007 for achievement in entrepreneurship, and CMB was named one of the top women-led businesses in Boston this past year.I joined CMB straight out of college nearly 5 years ago, starting out as an associate researcher. My first impression was that CMB’s culture was an open one in which collaboration between senior and entry-level staff was not only encouraged but considered a critical part of a project’s success. However, you’re not just thrown to the wolves. CMB has a great training program for new associates, teaching all facets of project execution through classroom-setting sessions and on-the-job training through project mentorship from senior associates. There are clear paths for promotion and growth and development opportunities for all levels in weekly “CMB University” sessions. Anne is always telling us to “ask for forgiveness, not permission.” We’re encouraged to have our own voice and contribute strategic thinking from the outset, and after only 3 years, I was promoted from associate to senior associate to project manager.

As a project manager, I have faced new challenges in finding the managing style that works best for me, particularly as a woman. Thanks to Anne’s involvement in the Boston business community as well as her recognition of the importance of the role of women in leadership, I have been presented with examples of strong management and opportunities to attend events that help me find the style that works best for me.

As a group, the women of CMB attend networking breakfasts and co-host WIRE (Women In Research) events. The best opportunity I’ve received so far is being accepted to the Boston Chamber Women’s Leadership Program, which allows me to attend events, seminars, and lectures to learn from my peers and other women leaders in our community. Just this week, our Senior Marketing Manager, Stephanie Kimball, was accepted to Boston’s Future Leaders Program.

So ladies (and gents), if you’re interested in a career in market research, I encourage you to apply here. We have smart people, do important work for world-leading brands, and give back to the community through fundraising and volunteering. There is a true sense of comradery between colleagues here. CMB’s not just a stop along the way, but a place where you can grow your career. This is a place where producing exceptional work is the attainable expectation and every day is a new learning experience.